How can HR use AI ethically when hiring?

AI is quickly changing every aspect of how we live our lives, and of course that includes the workforce.

The tech has largely been developed to solve challenges, and one of the most popular ways to implement AI in a HR setting is to aid with recruitment. AI-enabled machines can ensure we find the right person for the job, from pre-screening of candidates to the gamification of application processes to assess candidates before they are asked to interview. The tech indeed seems limitless, but great progress can also pose great risk.

As AI begins to take a bigger decision-making role in organisations, HR must be aware of the ethical implications of the tech.

Because AI gains insights from existing structures and dynamics within societies, it has the potential to reproduce and reinforce biases and discrimination. It can also pose a threat to privacy, denies individual autonomy and produce unreliable or poor-quality outcomes.

This HR Lunchtime Debate, in partnership with Harver, looks to explore how HR can use AI ethically.

This webinar will discuss:

• The ethical considerations of using AI in recruitment
• What AI tech is available to HR and its potential for the workplace
• Ensuring a people-first strategy in a tech-led world

Jo Gallacher
Editor, HR magazine
Jane Wu
Associate partner, talent and transformation, IBM
Jane Wu is an industrial organisational psychologist with expertise in talent acquisition, assessments, analytics, diversity, equity, and inclusion, as well as ethical approaches to machine learning and AI.

She has partnered with clients to deploy and operationalise AI in HR in an intentional and ethical manner, and partners with developers to build and continuously improve the technology with ethics and bias as a North Star.

Anne-Marie Balfe
Financial services talent leader EMEIA, EY
Anne-Marie Balfe is responsible for the design and implementation of the EMEIA Financial Services talent strategy. Balfe oversees the full range of talent activities- including exceptional experience, cultural change, leadership development, learning and organisational development, recruitment, diversity, equity, and inclusion.

Prior to her current role, she held several talent roles within EY - including talent leader for Global People Advisory Services (PAS) and Global Managed Services, talent leader for Asia-Pacific Financial Services, and diversity and inclusion leader for Asia-Pacific.

Ben Porr
Global vice president of people science, Harver
With two decades of experience in industrial and organisational psychology, Ben leads a global team to help solve organisations’ most complex hiring challenges by implementing science-backed predictive talent decisioning solutions.

Porr is at the forefront of helping organisations optimise their talent decisions and support better talent decisions across the employee lifecycle.

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